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GTR Editor on Dec 31, 2022 in
Issue 2, December 2022,
Volume 21 |
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Ali J. M. Sumner, Cert Grad Mngt, MBL, PhD Abstract Work teams are intrinsic to how 21st century organizations operate. For several decades, business research has therefore focused on work team performance. De Bono thinking tools have also been used extensively by work teams, for several decades. However, there is a paucity of research on the correct use of de Bono thinking tools in business organizations. The getting on-the-same-page classic grounded theory is therefore a new theory explaining what happens when work teams utilize these tools. The research problem was the main concern of people using de Bono thinking tools in this substantive area. The study revealed their concern is resolved with a three-stage process of change in personal cognitive capability. This process is fragile and can cease at any time. When it continues however, there are three stages of emergent change: tooling-up, tensing and enabling. Discovery of this process contributes to work team theory and praxis, particularly in the area of work team processes and effectiveness. Keywords: classic grounded theory, de Bono thinking tools, work teams, business organizations, cognitive capability. Introduction With an estimated 25 million meetings each day in the USA alone, work team meetings have become ubiquitous in 21st century business organizations (Allen et al., 2015; Beneshick & Lazzarra, 2019). Since the outbreak of the COVID-19 pandemic in 2020, with online video services, workplace meetings have also become more pervasive (Carroll & Conboy, 2020; Soni, 2020). By April 2020, over 300 million people worldwide were holding regular work-related meetings via the Zoom on-line meeting platform (Wiederhold, 2020). Work team research identifies meetings, discussions and conversations as “work team occasions.” These occasions have become a major feature of business operations, therefore interest in work teams has significantly increased, with research paying particular attention to improving work team performance (Kozlowski, 2018; Tannenbaum & Salas, 2020). Every year since the mid-1990s thousands of adults, worldwide, have been trained in the correct use of de Bono thinking tools in a work team context (D’Angelo Fisher, 2006; Dudgeon, 2001; Walter, 2017). While there is a significant number of anecdotal claims about the positive impact de Bono thinking tools have on work team performance, in contrast to extensive research in the area of work teams per se, there is a paucity of rigorous research focusing on work teams using these particular thinking tools (Burgh, 2014; D’Angelo Fisher, 2006; Hartnett, 2016; Merrotsy, 2017; Puccio & Cabra, 2010). Getting on-the-same-page is therefore a new theory helping to address a significant gap in knowledge regarding, work team performance. De Bono Thinking Tools With a background in physiology and medicine, Dr. Edward de Bono was researching and teaching at Oxford, Cambridge, London, and Harvard Universities in the early-1960s, when he started focusing on the need for new thinking, to counteract what he considered to be inefficiencies in how the human brain processes information (D’Angelo Fisher, 2006; Dudgeon, 2001). After the publication of The Use of Lateral Thinking in 1967 and an ongoing invention of a raft of new thinking tools, Dr. de Bono is now widely acknowledged as the inventor of the term and tools of lateral thinking, designer of the CoRT program for the teaching of thinking in schools and inventor of the Six Thinking Hats, a methodology that has proliferated though educational systems and business organizations across the world since the mid-1980s (D’Angelo Fisher, 2006; Dingli, 2009; Merrotsy, 2017; Puccio et al., 2010; Walter, 2017). Correct Utilization of de Bono Thinking Tools The term...